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- Test system stability: The test system needs to be reliable the last month before code freeze, and reports need to be generated for every build. If it does not run on a given night, the comparison with previous data needs to compare with a run that did reach completion.
- [SPH Use our process, it's there to help, but we often stray far from it. For example, most of us have far too many scheduled tickets at one time, and many were not aware of P1 items that were supposed to be completed by release just days before critical release milestones. The work that the team and CCB sees and the what individuals see, can be confused because we aren't using the same filters/dashboards, and they aren't being groomed regularly. I propose a simple solution. Everyone is responsible for creating their own backlog dashboard like this one. The scheduled list should ONLY have tickets that have been addressed in the last week or that can reasonably expected receive attention in the next week. All P1 tickets must have estimates. During weekly meetingings and CCB we go through these dashboards so we're all seeing and discussing the same work.
- SPH We're still over committing. This is not an easy problem to solve because we're always trying to accomplish as much a possible. Having estimates against all P1 work will go a long way towards helping us triage incoming work against previous commitments.
Start Doing
- [SPH,DJC,JJKP]: Determine how we can release nightly builds or production builds more frequently and how this would work from a CM perspective, NASA process perspective (civil servants and contractor contributions).
- [SPH] For critical (i.e. customer promises, key goals, difficult features) the PDL needs to enforce deadlines. Currently milestones are treated as soft, desirable dates. Leads of those areas must report status at monthly BSR.
- [SPH] We need to be much more careful with the "90%" rule. If a features is "almost" done for a long time, then smaller milestones need to be defined and they are either done or not done.
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